3. Set realistic targets - no, really realistic

"Let's make a dent in the universe." Steve Jobs, CEO, Apple

When I was doing the research for this book, someone said that setting realistic targets was unrealistic and that all targets should be 'stretching' ones because that would impress the board. Now, can you see the problem here? Yep, we're not talking here about motivating a team, getting a job done, creating an atmosphere of success and creativity. No, we're talking about impressing the board. Now on paper that might be a smart thing to do if your board is made up of monkeys, but I bet it isn't. I bet it's made up of pretty shrewd cookies who would see through a manoeuvre like that in a nanosecond.

When I say realistic, 1 don't say lower or easy-to-achieve targets. I say realistic. That might mean taxing. It might mean a struggle. It might mean your team has to redouble its efforts, work harder, longer, brighter. But Rule 3 says realistic and that means achievable, within your grasp. And yes, you might have to stretch a bit.

Realistic means you know what your team is capable of and what is expected of it by your bosses. Somehow you will have to marry the two to keep both sides happy You can't pressurize your team out of existence, nor can you let your bosses think you're slacking.

If your bosses insist on setting targets that aren't realistic, you must feed that back to them. Don't argue or procrastinate; feed it back to them. Ask how they think the targets could be achievable.

Say they are unrealistic. Be very well prepared, make your case that the targets are unrealistic and ask again how they think they could be achieved. Suggest a realistic target of your own, well supported by facts and figures. Keep feeding the problem back to your bosses and asking for clarification. Sooner or later they must set a more realistic target or order you to achieve the impossible. Either way, you are resolved of the problem. If they set you realistic targets, then all you need to do is meet them (you know you can do this). If they order you to fulfil unrealistic ones, you are also in the clear; when you fail to achieve the unachievable you will be able to explain that at the time you did register your protest and bring your case back to them.

4. Hold effective meetings - no, really effective

"The ideas that come out of most brainstorming sessions are usually superficial, trivial, and not very original. They are rarely useful. The process, however, seems to make uncreative people feel that they are making innovative contributions and that others are listening to them."

We've all been to them - the meetings that drag on, people who ramble, agendas written on the back of an envelope or spur of the moment, any-other-business surprises, lack of information, insuf­ficient notice.

As a manager you will have to hold meetings. Make them effective. Decide in advance what the objective of the meeting is and make sure you meet that objective.

Basically, meetings only have four purposes: to create and fuse a team, to impart information, to brainstorm ideas (and make decisions), to collect information (and make decisions).

Some meetings might well take in one or more of these, but you should still be aware of that and add it into your objective. If your meeting is to impart information, then do it and get the hell out. It it's a discussion about that information you want, then that's a different type of meeting and as such should have different objec­tives. Be aware that some meetings are there to help your team meet each other, bond, socialize together, find out about each other and see you in your true role as team leader.

If you want your meetings to be effective, then remain firmly in control - no wishy-washy democracies here. You are the manager and you are in charge - end of story. To be effective you shouldn't allow anyone to reminisce, ramble, rabbit on, refuse to shut up or relax. Keep 'em moving fast and get them out of the door as soon as you can.

You don't do 'any other business' - ever. If it's important it should be on the agenda. If it isn't, then it shouldn't be there at all. 'Any other business' is invariably someone trying to get something over on someone else. Don't allow it - ever.

Hold all meetings at the end of the day rather than at the beginning. Everyone's anxious to be off home and it keeps meetings shorter; at the beginning of the day everyone has ages to digress and chat. Unless of course it is a bonding meeting; you can cheerfully hold them at the beginning of business

See how many meetings you could hold by e-mail, phone, one-to-one (cut out everyone who isn't absolutely essential).

Start all meetings on time. Never wait for anyone. Never go back over stuff for latecomers. If they've missed something vital they can get it from others after the meeting and it'll learn 'em to be on time next time.* Useful tip - never schedule meetings to begin exactly on the hour, always say 3.10 rather than 3 o'clock. You'll find people will always be more punctual if you set an 'odd' time. Try 3.35 if you want to be really wacky.

Schedule the meeting far enough in advance - but not too far - so that no one can say they had something else on. Confirm the day before with everyone to make sure they have remembered and can make it.

You decide who keeps the minutes - and make sure they do, and to your liking. You don't have to be bossy or aggressive about this, just firm, friendly and utterly in control. Make sure every point on the agenda ends up with an action plan -no action plan means it was just a chat. Or a decision of course.If meetings are getting too big - more than six people - start to subdivide them into committees and get your committees to report back. And most important of all - engrave this one on your heart - all meetings must have a definite purpose. At the end of the meeting you must be able to say whether or not you met that purpose. Oh yes, and hold all meetings on uncomfortable chairs (or standing, a la West Wing) - that speeds things up considerably